Week 10

September 23, 2007

Q.2 Using Sumner (2005) read the article on pages 149 – 150. Answer the following:

 a. what aspects of BI have been employed in this case example?

DOW CORNING CORP. wants to use business intelligence (BI) to share their data and practices across the global market. Also improve their database and business performance to be more efficient and cheaper.

It was supported by BI strategy from “Takes advantage of SAP’s announcement last September of its Business Information Warehouse (BW). SAP’s intent is to offer the ability to consolidate internal and external information and to make it possible to take advantage of its Strategic Enterprise Management tools and processes.” (Sumner 2005)
After that,
Dow corning “became a beta site for SAP’s BW and began the evaluation process with other early adopters such as Colgate-Palmolive Co., Intel Corp., and Bay Networks Inc.” (Sumner 2005)

“Components of SAP’s solution include the BW Server; automatic-extraction capability; InfoCubes for multidimensional reporting; Business Explorer, a new front-end reporting and online-analytical-processing solution; the Administrator Workbench; and Business Applications Programming Interfaces.” (Sumner 2005)

b. What would you expect to be the challenges facing the development of a BI approach for such a large organization?

  • change management support
  • A ‘data warehouse may not work well if information is missing, inconsistent, or inaccurate’ (Sumner 2005).
  • processes not integrated well in some sites
  • In future, they have more global products and branches developed. Meanwhile, it is diffcult for company to integrate data.

c. Would Dow Corning be a suitable candidate for a shared services approach using an ASP? Justify and argue your answer

Yes, Dow Corning Corp could benefit greatly from the convenience that shared services using ASP provides.

Benefits of using ASP:

  • Accelerated application development (Sumner 2005).
  • Reduction costs and increase benefits of cost.
  • Access to latest technology and support (Sumner 2005).
  • Some main concerns from potential customers include, service and business stability, security and reliability (Sumner 2005).
  • Eliminating redundancy

On the other hand,


  • Risk may arise during post-contract operations (Sumner 2005).

  • Security for company to control data and infromation

  • changes in management without constant


  • Sumner, M 2005, Enterprise resource planning, 1st edn, Pearson Prentice Hall, New Jersey.

Following on from the previous week develop a rough outline of your presentation. Post this rough outline to your blog.


Arguments in my reportOpposite arguments (rejection of an ES)

  • Complex business cultural
  • High cost
  • Best people part time
  • Without empowered decision makers


discusses of those arguments


  • Integrate business cultural
  • indentified and implemented innovations to transfrom the culture of the university
  • decentralising its budget to other campus
  • well-planning implementation and change management to reduce the cost
  • Best people full time
  • Improve skills and addtional knowledge
  • Decentralize decision making
  • Improve communication knowledge

Post an entry to your blog that answers the following questions:

  • What was the most difficult assessment item you completed so far in COIS12073 this term?

I feel difficult on assessment 3 because of quiet lot of researching understanding. It needs well-planning time arrangement for this one.

  • What was difficult about it and how would you suggest it could be improved?

The difficult about it is lack of enough time for me but I am not sure if everyone has the same problem or not 

  • If you could provide three (3) pieces of advice to a student who will be doing this course next term what would they be?

Read every week materials and do some reseach

Bring your questions to Lecture

start your assessment early

  • How will you be able to use this knowledge/these skills in your future career?

learn how to analyse the problems of companys

know clearly about how company impement ERP

improve personal skills and knowledge

well communication with company organizations and other team members


Week 9

September 15, 2007

Q.3 what external factors (non-implementation project related) could affect how and when an ERP goes live? Explain and justify.

By reading chapter 11 of Lozinsky, the external factors could be

  • Find out the pending activities by understand the organizational components in exist or future technology environment

Before the implementation, the technologic person need to understand the current organization structure and components to find out whether they are all fit with the new systems in future. It is necessary for us to change or solve the pending activities such as function not in appropriate locations, wrong communication infrastructure or unnecessary database. Without solve these problems, it will lead ERP implementation fail or delay or over budget.

  • By changing business processes, integrate more various data resource with new systems to make it works essential.

Implemented a new system based on the traditional one, although it is hard for us to change the whole system to integrate all information, we can use changing business processes to improve our data conversation. To build more efficient and various communication among functionalities in new systems, it saves us more time and human resource working on decision making.

  • Conversation between clients and suppliers when face changing systems

The conversation between them is in order to make users confident face the changes. The suppliers need to find out a suitable and acceptable approach before check them. If implementation in changes without more conversation, it will create gaps between systems and users. Lack of understanding each other, the technologic person get wrong information from company and also the implementation is hard to get its final results. For example:
Establish a great environment for users by turning off old systems. Supply the correct and several of information to our clients and also improve their speed on their decision making. On the other hand, make users working safe and secure on their processes by comparing old and new systems.

  •  Knowledge from the users and support more training for them

The systems are good but users are lack of knowledge working on them. It will cause delay on the implementation when users face the changing in systems with their environment.

  • Amount of budget can be supported by the company

Money is the most important factor in implementation. The companies are ready to implement their systems but it is based on how much they will pay for it. Every process needs money so budget has direct effect on the result as well.

Have a look at assignment 5Search the web or go to some other source to find some hints and tips on giving presentations. Post to your blog what you think was the most helpful and why.

Hints and tips:

  • Think about your audience
  • Think about your rhetorical goals
  • Use an Effective Introduction
  • Organize your presentation clearly and simply
  • Compose for the Ear, not for the Eye
  • Sound spontaneous, conversational, and enthusiastic
  • Use Body Language Effectively

These hints and tips are quite use for me because it tells me what the oral presentation is. It directly tells your audience with your simple idea and clearly explanation. Also how to build your presentation constructor clearly and effect is pointed out. I get clear idea from these tips and get some basic communication skill from that as well. I will work on my presentation by following up these tips as well.

Reference List

Mark D. Hill 1992. Oral Presentation Advice. Viewed from http://pages.cs.wisc.edu/~markhill/conference-talk.html

Making Effective Oral Presentations. Viewed from http://web.cba.neu.edu/~ewertheim/skills/oral.htm#concl


September 9, 2007

1. Many people argue that MRP is a precursor to ERP, and that ERP systems were designed to integrate MRP systems with financial and accounting systems. 

a. Given the interrelationship between MRP and ERP, does it make sense for a non-manufacturing company to adopt an ERP system?

MRP is the one of subsystems in ERP as the planning process. MRP focus on basic production and manufacturing processes. MRP checks the stock needed to suppliers and determine the correct amount and quantity of stock in how long. In ERP systems, The MRP component develops a detailed material plan, which is a set of planned orders for materials to be purchased or for materials to be transferred from a plant. (Sumner (2005, P.92)). On the other hand, ERP support the product planning to determine the amount and timing of raw materials for MRP. Also, ERP integrate the MRP subsystems with others such as management accounting, financial accounting, sales and distribution and production planning. For a non-manufacturing company, ERP still can support its other business functionalities and integrate them to improve their performance. It did not effect on ERP systems because ERP support the whole supply chain management not only on manufacturing. So I think it make sense for a non-manufacturing company to adopt it.
b. Have manufacturing systems been the basis for all ERP systems?

As all ERP systems, every component is very important basis with integrated other systems. They integrated each other on time and functionalities. By ERP definition in first week, ERP systems help organizations deal with the supply chain, receiving, inventory management, customer order management, production planning, shipping, accounting, human resources management, and order business functions (Somers and Nelson, 2003).

Increased flexibility, increased responsiveness to customer demand, and increased integration are themes associated with manufacturing system evolution. (Sumner (2005, P.1))

3. The Production Planning and Materials Management modules within ERP have interfaces to other modules, including Human Resources, Sales and Distribution, and Financial Accounting. Describe these interfaces:

Module                                                                  What
Human Resources                              amount of sales
Sales and Distribution        order listing; quanties of materials
Financial Accounting               payment; amount of payment

Reference List:

Sumner, M 2005, Enterprise resource planning, 1st edn, Pearson Prentice Hall, New Jersey.

Somers, Toni, and Klara Nelson. 2003. “ The impact of strategy and integration mechanisdms on enterprise system value: Empirical evidence from manufacturing firms.” European Journal of Operational Research 146: 315-338.


August 27, 2007

Q.3 Imagine that in the ERP implementation you are involved with, users that are reluctant to get involved with phase 2. What issues, problems and risks, both short and long term, does this present?


  • identify the objective which way/methods the interfaces will work
  • Data in detailed is exchanged between systems
  • The format used for the data which must be recorded to make the system receive and understand it
  • incorrect data not allowed into the system
  • No repeated information to be transmitted
  •  Define backup and recovery
  1. Technical knowledge on how to do the job and use the time sufficiently to prepare
  2. Responsible for operating the future system
  •  Security is a potential technical issue


Customization work

  • It modifies the original product, creating a new specific version for the client company. Once the company has the customized version, it might be difficult to update the system when a new standard version is introduced by the vendor.
  • Customization can mean additional costs, sometimes not budgeted, besides affecting the project timetable.
  • By accepting customization the project team may be avoiding dealing with inefficiencies in the current process, and as a result the new system may inherit such inefficiencies, (in other words, it could incur unnecessary costs).
  • Customization is like a peanut: you can’t eat just one. It would be very unusual for a list of package modifications to contain just a single customization. (Lozinsky, S.1988)


  •  Develop the project without adequate experience and knowledge

The project will be fail when they meet different problems and changes during the implementation. The adequate experience and knowledge can analyze the current risks and promotional risks

  •  Customization
  • the consultant change their will and fighting their ideas when they are facing the change of implementation
  • risks in security

most promotional risks are about securiy

  • Reference:
    Lozinsky, S. (1988). Chapter 9, “Phase 2: Defining the Solutions
    ” Planning the Selection Process. Enterprise-wide software solutions: integration strategies and practices, Addison-Wesley, Reading Massachusetts, 12-14.>

Following on from the previous two weeks provide a rough draft of your introduction and your executive summary. Dot points are fine.


August 19, 2007

Q.3 Can an informed ERP adoption and selection decision be made without fully understanding the problem? Why or why not – justify your answer.

No, an informed ERP adoption and selection decision can not be made without fully understanding the problem.

What are the problems we need to understand?

  •  Understand the company strategies and background
  •  Understand the current company operations and different business functionalities
  •  The software can be processed or adopted or efficient in every business processes
  •  How the package operates the function?
  •  Collect the relevant information not only package implementation or technology but also team members from different functions and organization.
  •  Solve the users reactions and arguments

The reasons we need to fully understand are:

Fully understanding the problem can effecting on the result whether implementing ERP fitting in organizations or not.

  •  “Understanding processing” should be initially occurring again in the implementation project.
  •  No package implementations can be the same with the different business functionalities and objectives
  •  Reduce the key personal risk factors, and build responsibilities and relationship among team members

Show every team member the basic knowledge such as what each sector                       does, the business characteristics, key people in each function

  •  Create new functionalities, and there are more risks that are unexpected
  •  Budget and Time

Overall, planning and implementing are the two different processes. During the implementing ERP package, there are many situations that can be possibility occurred in different functionalities. Even the software and technology are fit in the businesses; team members who are without expert knowledge can lead to failure. Fully understanding problems are basically to help ERP fit in the organizations, users’ needs and its in-budget.

Following on from the previous week provide a rough skeleton of what you are going to put in your conclusions and recommendations.


Based on the research from CQU current status, I have been learnt from how the ERP support CQU strategic direction and how best to proceed with their ERP systems. The changing operation environment is from budget redundant and time consuming.

At the first, more research on internet based on understanding CQU organization context outline its current problems and issues from its organizational factors, technology factors and people factors. The factors outlined in the report are collect from CQU Melbourne international campuses (http://www.melb.cqu.edu.au) and parts of data are proved by other report. The problems are analysis from traditional enrolment methods, limited library resources and database, not fully integration business functionalities on website and lack of additional knowledge for staff and users. With changing operation environment, the issues are indicated from the benefits from implementing ERP, the risks from implementing ERP and alternative adopting ERP for current systems. Those problems and issue need to be considered because of the reasons why we need to implementation ERP. In addition, those factors should be considered at following how best to proceed with CQU ERP systems as well.

In the discussion, the report proved the key benefits from ERP implementation based on CQU current strategies. The current strategies for CQU are to support more efficient teaching and learning online. The benefits from ERP can work out those current problems by integrating their business functionalities and central database to save the systems maintains and budget. Also, ERP gains more competitive strategies from timely accessing database, cost redundant, needs of users and easier update and modify their current software.
Based on those investigations on implementing ERP and current issues, those factors realize us to think about the ways how best to proceed with CQU ERP systems to avoiding implementing failure. At table 5, those are list of some universities failure examples. The vanilla ERP implementation based on the best practice without cutting cost, or customizing their current database and updated their software without redesigning business processes and analysis the implementation risks and potential risks for future changing as well could be considered for CQU.


Based on the findings, several recommendations can be made at the following.
The CQU systems need to provide more functionality for their enrolment systems instead continuing students go to school each term for subject selection and enrolment. Expect Queensland campus, other CQU international campus is not very large. The increasing numbers of students each year can be very stress for staff and current students at the beginning of term. The information they provide online is not enough for users. The details of users can be set up in other links as well but it is useless for students to use that links. The website should support students select their course online and then the course advisors can inform them if they think it may have problems.

The database in Library should be extended and relevant to more resources. Current students use the other research ways to find out information relevant their studies. They feel difficulties to access the current library database and even if they find out relevant titles, those resources are very limited for them.

The links appear on main homepage lack of fully integration. There are some courses shown in Blackboard and others are in Webfuse. Users should access different homepage every time when they are reading their selected courses information. It is better to integrate some functionality into one links. Also, the student’s record is not such clear for users. As the result, timetable and enrolment are all separately shown different pages. Integrating students’ records is very necessary for CQU. Sometimes staffs get difficulties to access some pages to find out information. The systems should be implemented fit with needs of users. For some links should be integrating together rather than be indicated.

Based on the research, the current staffs and students are lack of additional knowledge for CQU systems. It is lead to mismatch need of users and organizational context. The school should arrange some training classes for users. In each department, the school should have some technology staffs relevant the systems enquire. There are very less technological staff at the moment and also the school should increase the number of those kinds of staffs as well.

Week 5

August 12, 2007

Q.2 Provide examples of events that you think may trigger alterations in a work plan. What would the consequences of such events be?

By reading chapter 8, I think the major events effect on the ERP implementing, the budget and how to control the risk factors from technology, organizational and people challenges. During the implementing ERP, the most things we need to focus on reduce the risk to be successful implementation.

  • As the budget, under-budget or on-budget is less risk than over-budget.
  • Make fewer medications
  • Establish more authority and make more effective implementation as implementing
  • Redesigning business processes with low risks

Technology challenges: make software or database fit with technology expertise consistently

Organizational risks: re-engineering the business processes to fit the ERP package rather than customization ERP fitting with the business process.

People challenges: person who’s knowledgeable and capability are required by application-specific modules

Have a look at assignment 3. The purpose of this assignment is to provide a case study report. Provide a rough skeleton (dot point form if you wish) of what you are going to put in the main body of your report. You should make clear what the problem is and also outline what the options are.

 Traditional enrolment systems; E-enrolment is useless online

 Limited research resources in library database

 Not fully and completely integration the functionalities on website

 Additional technology knowledge for current staff and new students

As the problems mentioned before, the report will discuss the following issues in changing operational environment:

The benefits of implementation ERP to CQU
1. Integrate the data and information to build essential online and teaching service for CQU staff and students
2. Save processing time online
3. Upgrade the in house software to fit the competitive environment
4. Save the maintains cost
5. Improve the CQU online teaching quality and performance
6. Save maintains cost
7. improve organizational strategy

The risks of implementation ERP to CQU
1. Cost: over budget
2. Technology risk: Some software not fully integrated and improved
Lack of technology support
3. Organizational risk: redesign the exciting business process in CQU
4. People factors: less IT staff support and maintain the systems
Lack of technical knowledge
Alternative adopting ERP with changing operation environment to update current systems.
1. Update current the system without redesigning business processes
2. Customizing in house software and database
3. Vanilla implementation of a single vendor ERP


August 5, 2007

Q.2 Read the Sumner (2005) case study on pages 52 – 56. Address the following questions: b. What advantages would an ERP provide to Wingate Electric? What other options does Wingate Electric have instead of adopting an ERP?


  • Support financial and accounting functions, their production and manufacturing
  • Integrate their database and solve the problems of data redundant and inconsistent
  • Build web-based application
  • Save manager making decision time
  • Save cycle time in supply chain management
  • Improve their business performance
  • Improve maintenance

Other options

  • Improve the integration among supply chain management
  • Integrate business processes and option (financial and accounting) or reengineering them
  • Improve the database in processes
  • Improve business function such as marketing and sales
  • Change the business strategy


July 29, 2007

Q.3 If an organisation has business processes that do not match any commercially available ERP, should the organisation adopt an ERP? Provide factors for and against and suggest other possible considerations that would factor in your reasoning.

 Suggest other possible considerations 

If business processes do not match any commercially ERP, it means the situation will contain more risks when we implement ERP. In my opinion, I will consider alternative ERP implementation. Firstly, analysis the business processes and decide if we re-engineering it or not. Do we need to change the business processes to fit the ERP? Or do we need to modify the ERP to fit the business processes. Those two different decisions bring out different business value and functionality. We need to very carefully choose the safe way implement ERP to reduce the risk.

The solution can be

  • The “vanilla” ERP implementation offers total integration and re-engineering of business processes. It is the way of less costly and time consuming though it does not gain the totally benefit from ERP implementation. It reduces the risks and cost during that time.
  •  Make the ERP fit business processes in organization. Without changing business processes, discuss the ERP package to be implemented based on the original business processes.


The reason for against: implementation ERP failure

The key factor of Implementation ERP successful is not only Technology but also well define organization culture and structure and its business processes and function. If the business processes did not match any ERP, it is very risky to implement ERP in organization. Lack of understanding business strategy and functionality will make implementation failure.

Following on from previous weeks your task this week is to collect more sources for your annotated bibliography. Your task is to write an annotation on at least one of these sources.

1. Cindy Jutras, (2006, 01). Best Practices in Extending ERP. [Online] Available at


The author, a vice president of manufacturing research and service director for Aberdeen Group, used data from her Aberdeen Group research to discover how implementation ERP gains the essential business value and benefits. The essential way is to offer best practice for extending ERP. It is based on investigating key business value, functional requirements of extending ERP and implication and analysis ERP extension. The scope is related to product and service, manufacturing and ERP.After ERP implementation, extend ERP based on the best practice module is the essential way to improve better business value.

Week 2

July 20, 2007

Q.4 Stuff-Up.Org (fictitious organisation at the time or writing) has an ailing set of in-house developed legacy systems (if you don’t know what a legacy system is – look up the term on the web). It has been decided that the IT department will be tasked to investigate the possibility of adopting an ES. If they recommend ES adoption, then it has also been decided that they will be tasked with evaluating products and recommending a product to the CEO. What might be wrong with this situation? What problems do you see arising?

Reference: http://www.answers.com/topic/legacy-system?cat=technology


The main wrong thing in the situation: Organization will probably lose the benefits of an integrated ERP to supports its business function.

According to the definition of legacy system, it seems hard to be changed / redesigned by ERP. It is very important existing computer systems in our organization though it often runs on slowly hardware. Legacy system got some significant functions. Its platform cannot visit directly in the network environment. ES systems integrate enterprise database to make business process based on the information model. Also legacy system can not visit directly data that was saved in each kind of database management system. Legacy system is too essential to be disrupted by upgrading or integration with another system.

Enterprise systems are hard to re-engineering legacy systems’ process and database. Also the reason of legacy system continues to be used is that organization does not want to replace it or redesign it. It is increasing the risks for ES because of lack of understanding. Without designer, no one can explain how legacy system works so the documentation could be getting lost over years. Legacy systems are very difficult to be improved by ES adaptation. It cannot be integrated if ES use the new completely technologies.

 In relation to the previous assessment related question try to gather some more facts that will help you in developing your argument. Try to find at least one example each that will help you convince your readers to adopt or reject the continuation of the ERP in the case study. Write an annotation on these examples. 

  1. http://mesharpe.metapress.com/app/home/journal.asp?referrer=parent&backto=linkingpublicationresults,1:106046,1&linkin=633206886254279021

“Enterprise Resource Planning (ERP)software systems integrate key business and management processes within and beyond a firm’s boundary.Although the business value of ERP implementations has been extensively debated in trade periodicals in the form of qualitative discussion or detailed case studies, there is little large-sample statistical evidence on whether the benefits of ERP implementation exceed the costs and risks. With multiyear multi-firm ERP implementation and financial data, we find that firms that invest in ERP tend to show higher performance across a wide variety of financial metrics. Even though there is a slowdown in business performance and productivity shortly after the implementation, financial markets consistently reward the adopters with higher market valuation (as measured by Tobin’s q). Due to the lack of mid- and long-term post-implementation data, future research on the long-run impact of ERP is proposed. “

Week 1

July 13, 2007

Q.2 ERPs are often touted as providing ‘best practice’ in functionality and business processes. However, many organisations have their own business processes and often do not want to change. If an organisation is unwilling to change its business processes, can it gain any value from an ERP? How could this be achieved? What are the risks?

In this question, the value from an ERP depends on how well its ERP systems set up and work in business processes. Most firms are re-engineering/changing their business processes to be “best practice” when they are implementing the ERP. ERP systems integrate various data and information across firms based on their resources planning in business process.

In the situation of unwilling to change it, if the business processes did not achieve ERP’s “best practice” requirements, only redesigning the ERP systems to integrate their in-house enterprise data and information. It will maybe lead to ERP implementing fairly. On the other hand, the business processes work well with ERP systems; it still can gain most value from an ERP.

  •  A complete integrative system

  •  different ability, simplifies the procedure and the work flow

  •  sharing data and processes across various departments

  •  the working efficiency and increasing the productive level

  •  reduces the cost

  •  save decision makeing time

To achieve those value, we need to carefully analysis different resource from business processes and know about how the enterprise data across firm. The ERP systems should be redesigning to make all data and information integrated in a common database. Every department should share those process data in ERP systems.

During unwilling to change business process in ERP, there are many risks lead to be fail. Unwilling change business process is more risk than changing it because lots of problem will be happened without control of new ERP systems. The ERP systems maintenance will cost lots but the effectiveness of business is less. Also the business processes without simply performing will make effectiveness in cycle time and transaction processing less.

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